The purpose of this article is to analyse an organisational change process that sought to integrate library and other educational support services in an Australian university.
The article assesses the organisational change processes using John Kotter's eight step approach as outlined in his book Leading Change.
While the change processes enjoyed varying degrees of success, it is revealed that several of the techniques recommended by Kotter in his eight steps were adopted, but that the process did not fully utilise the entire eight step process. Questions surrounding the suitability of organisational change models are also raised.
The successful outcomes from the change processes owe credit to Kotter's model for organisational change. While models for change may have certain limitations, they are still revealed as useful in the hands of a skilful leader.
Kotter's eight step model is reviewed in the context of a library change processes. Further analysis of the application of Kotter's model to library change processes may reveal different outcomes.
This paper provides a unique perspective of applying a recognised model for organisational change to library change processes utilising a combination of theory and practice.
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